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JetBlue Internal Analysis
Transcript of JetBlue Internal Analysis
capabilities does JetBlue have that may
give it a competitive advantage?
Leadership and Venture Connection
Well thought out Routes and Acquisition
1. Superior knowledge and leadership (Intangible)
2. Extensive venture capitalist support (tangible)
3. Highly efficient infrastructure (tangible)
4. Highly attractive branding / marketing (Intangible)
5. Well thought-out routes and acquisition of
Aer Lingus (Organizational Capabilities)
Question 2. How does JetBlue use these resource and capabilities in crafting and executing its strategy?
Aiming to become “The America’s Favorite Airline”
Vision “to bring humanity back to air travel”
Offering customers distinctive service at low fair while
keeping it cost low.
Segment focus: Business travelers and fare-conscious leisure.
Distinctive Customer Service
New aircrafts, more legroom
Point-to-point route system serving under-served and metropolitan areas.
Diversified schedule limiting delay and lost luggage.
Live TV on board, attractive amenities
Question 3. Is JetBlue’s competitive advantage sustainable? Why?
We will assess the competitive advantage through JetBlue's Resource Based View as well as the firm's Financial Ratios and Analysis
Research Based View
Is it valuable?
Is it rare?
Is it hard to be imitated?
Is it hard to be substituted?
Most valuable resource: David Neeleman
- Experience and ingenuity
- Brought new and own innovations to the table
- Pioneered the electronic ticketing system
Extremely well thought out infrastructure
-Fleet was all same make and model- Airbus A320
-Chosen over more popular Boeing 737
-Lower training and maintenance costs
1. Develop a disaster response-training program.
2. Improving Customer Service
3. Continue to Integrate Low Cost and Differentiated Strategy
4. Leverage Social Capital to Venture Capital Investor to expand business function and support
5. Create New Venture or Subsidiary – Such as Regional Airline in South America and East Asia
JetBlue Company Website
First , R. (2013). Airline industry. First Research, Retrieved from http://0-mergent.firstresearch-learn.com.library.law.suffolk.edu/industry.aspx?chapter=0&pid=173
MorningStar. (2013). Jblu jetblue airways corporation. MorningStar Investment Research Center, Retrieved from http://0-library.morningstar.com.library.law.suffolk.edu/StockNet/MLEPDFAccessFrame.aspx?D=ERR&G=Data&N=JBLU
Net, A. (2013). Jetblue. NetAdvantage, Retrieved from http://0-www.netadvantage.standardandpoors.com.library.law.suffolk.edu/NASApp/NetAdvantage/simpleSearchRun.do?ControlName=CompaniesSimpleSearch
JetBlue's Airbus a320
Low cost – low fare
Strong financial support enables JetBlue to purchases single-type aircraft fleet
Low cost of fuel, maintenance and training.
Paperless cockpit – quicker take offs and turnaround
High employee and aircraft utilization
Financial Ratio Analysis
JetBlue has strong resources which give it a competitive advantage,
However, it is not enough to compete in the very competitive environment of Airline industry
Need to maintain their value, rarity, inimitably and be non substitutable.
In it’s current state, JetBlue does not have a sustainable competitive advantage.
Historical Data 2003 -2012